This issue of the IEEE Engineering Management Review contains a somewhat eclectic collection of articles about building technology, the economy, processes, and relationships. Among these articles, engineering is a common denominator. I've also noticed over the past decade and a half that engineered products enjoy greatervisibility than the engineers who create them. In fact, engineered products seem disassociated from the engineers behind them. We relate art to artists, buildings to architects, and products of engineering to businesses or entrepreneurs unless the inventor/designer is a college dropout. Engineers also seem less often associated with strategic vision and leadership than they might have been. I think we'd like our professional image to project more of a sense of largesse.
Let us not be fooled, however. Our image will be of our own making, and stature is to be earned. The legal, academic, and political professions also face image challenges, but my interest is specifically, and naturally, with engineers as leaders. If the role of a professional is more important than appearance, then the engineer's professional challenge is not a reactive one of what must be fixed, but a constructive one of what more might be done. There exists an opportunity for a profession to expand its business and societal contribution beyond its current status. (Yes, I am sometimes accused of being an idealist.)
Superconducting Markets Need Engineering
In this arena, clear metrics and realtime feedback are prerequisites to understanding, managing, and improving process performance. The marketplace is taking on a semblance of superconductivity (at least in comparison to prior practices), in so far as moving information and product in support of commerce. These things help firms and nations maintain competitiveness; oddly, they also help the world to be a bit smaller. I maintain that this is fundamentally a realm of engineering management.
But Sometimes Engineers Do Not Lead
The EMR Editor's Top 10 List for Engineering Management Leadership Growth:
The point is that I believe engineers are net contributors to society and that contribution is the essence of engineering. It is a creative profession with tangible results. The demands of today's society marketplace present engineering professionals with growth and leadership opportunities on a silver platter. These opportunities are only attainable if we adequately prepare for the responsibilities. I think that is what the stakeholders of this economy want.
P.S. The IEEE Engineering Management Review is pleased to welcome John Trudel as guest editor for its new column, "Innovation in Sight." In addition to his extensive reservoir of experience and perspective, John is also an exceptionally capable communicator who has an important message to share with readers. Please join me in welcoming John to the next several issues of the Review.
In addition to the "stuff' we help bring to market, engineers as managers and leaders have a unique opportunity to bring reason and analysis to the business processes of management and strategy amid environments that are increasingly complex and demanding. There are many examples available, but consider the combined intricacy and power of supply chains in today's commercial environment. They demand efficiency, speed, accuracy, agility, and vision against the backdrop of increasing quality, technical complexity, and decreasing cycle times and margins. In short, the process of industrial and commercial business is, at heart, an engineered environment.
It would be a mistake to think that engineers are passed over for promotions because they are engineers. I think engineers sometimes hit career ceilings early partially because of their engineering education and professional development. The expectation for strategic leadership growth is seldom more than a token component of engineering curricula. It usually isn't central to professional development. In fact, it sometimes seems as if engineers have greater access to career remediation support than to resources for fundamental professional growth. Of course, our responsibility as engineering managers is to set a course for getting past this hurdle. Accordingly, this magazine's idealist editor has prepared a list of steps to help a leader and a profession expand.
10. Produce what the market wants and needs. (This works for educators too!)
9. Nurture continuous improvement of products and production processes; keep current with technology and its applications.
8. Understand organizations-how to organize, motivate, and keep them efficient.
7. Understand how money flows-how particular expenses influence cash flow, margin, profitability, growth, and risk.
6. Study product markets and competition regarding risks and opportunities.
5. Understand business direction-long-term goals, strategy, plans, actions, and progress.
4. Nurture your own growth with new abilities, increased awareness, and increased vision.
3. Nurture the growth of others. It is about the only way to surely populate an outstanding organization.
2. Participate in the community. You need it even more than it does.
1. Contribute-everywhere you can and far beyond any specific career agenda.